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InTeLLecTUaL LIfe

committing new York law School’s resources to support the faculty’s scholarly priorities.

Identifying and recommending opportunities for faculty to develop scholarship to advance societal goals in
collaboration with the private, public, and nonproit sectors in new York city and beyond.

increasing student participation in research and scholarship to enhance student learning and intellectual growth.

ensuring that there is adequate mentoring and other resources to help junior faculty realize their goals.

Promoting the expertise of the faculty in their respective ields to the media and scholarly conferences that
will most beneit faculty members and the law School.

Supporting faculty who wish to engage in the use of social media to reach mass audiences and have direct

and immediate impact.

Developing proposals to take advantage of unique funding opportunities for faculty scholarship provided by

foundations, individuals, corporations, nonproits, and government.

coMMUnITY enGaGeMenT

Strengthening connections among alumni and the nYlS community as a whole.

Offering all students and alumni strategic connections to public interest, government, and other organizations for
pro bono opportunities. assisting students, full-time and part-time, in the fulillment of their pro bono requirement.

Creating new strategic partnerships to elevate the status of the Law School and generate new inancial
support.

expanding our Continuing Legal education and executive education programming to provide lifelong learning

opportunities to our graduates and others in the government, private-sector, and nonproit arenas.

oPeraTIonS

Being highly sensitive to the costs of legal education and making every effort to stabilize tuition and expand the
availability of meaningful scholarships to the student body.

Fostering institution building by developing well-informed, short- and long-term inancial plans; using sophisticated
data and econometrics, and predictive models; and focusing on disciplined and strategic investment.*

Continuing rigorous, timely, and accurate compliance with accreditation standards and other requirements

affecting operations.

Scaling operations to meet changing demands while ensuring quality of service.

ensuring that metrics, and a commitment to transparency and accountability, are infused into every aspect of
the law School’s stafing, planning, programs, operations, and communications.

Creating new scorecards to report on key activities in support of our goals so that the NYLS community can
monitor performance progress.

Promoting a culture of professionalism; ensuring awareness of the goals, mission, and objectives of the law

School; and fostering a continuous engagement in the operational and academic institutional goals—among
staff and administration alike.

*our short- and long-term inancial plans did not rely on econometric or predictive models.

Strategic Plan ProgreSS and outcomeS • 5